按產品型組織 的英文怎麼說

中文拼音 [ànchǎnpǐnxíngzǔzhī]
按產品型組織 英文
organization by product
  • 按 : Ⅰ動詞1 （用手或手指壓） press; push down 2 （壓住; 擱下） leave aside; shelve 3 （抑制） restrain...
  • 產 : Ⅰ動詞1 （人或動物的幼體從母體中分離出來） give birth to; be delivered of; breed 2 （創造財富; 生...
  • 品 : Ⅰ名詞1 （物品） article; product 2 （等級; 品級） grade; class; rank 3 （品質） character; qualit...
  • 組 : Ⅰ名詞1 （由不多的人員組成的單位） group 2 （姓氏） a surname Ⅱ動詞（組織） organize; form Ⅲ量詞（...
  • 織 : 動詞（編織） knit; weave
  • 組織 : 1 （組織系統） organization; organized system 2 （組成） organize; form 3 [紡織] weave 4 [醫學] [...
  1. Uea, a key research fruit of china construction material research institute, merges the pith of china expansion concrete, former ussr expansion concrete and usa expansion concrete, is a special concrete additive

    我公司的所有產品均按國家標準組織生產，產品質量穩定可靠， u型混凝土膨脹劑uea是中國建築材料研究院一項重大科研成果。
  2. With the swot analysis method, the article deeply analyzed the foundation of strategy capability of the company by associating with the analyses of outer environments and inner conditions to provide the ideas and evidences for the establishment of strategy planning program on the basis of analyses in both theory and practice, in accordance with the established strategy factors and selected general strategy methods, the article made out the strategy planning program and strategy target of the company and pointed out various subsystems of strategy planning programs such as the products strategy plan, market strategy plan, finance strategy plan, manpower resource plan, organization & administration development plan, technology development plan and technology transformation plan etc finally the article applied life cycle method and economic evaluation method to evaluate and analyze the strategy planning program stated in this article so as to guarantee that the research conclusions are scientific and practicable

    再次，對株航公司的戰略資源和能力進行了系統的分析和閘述，綜合了中、小發基地建設已有的基礎，結合行業現狀明確了株航公司的核心能力，並運用swot分析方法，綜合企業外部環境分析和內部條件分析，深入分析了株航公司的戰略能力基礎，為制定戰略規劃方案提供了思路和依據。在對理論和實際進行研究分析的基礎上，運用戰略聚類模型分析方法，按照戰略制定要素並結合總體戰略選擇方法，擬定了株航公司的戰略規劃方案和戰略目標，並提出了產品開發戰略規劃、市場戰略規劃、財務戰略規劃、人類資源規劃、組織與管理發展規劃、技術發展規劃、技術改造發展規劃、等各子系統的戰略規劃方案。最後，綜合運用生命周期法和經濟效果評價等研究方法對本戰略規劃進行了評估分析，保證了研究結論的科學性和實用性。
  3. Third, on the condition that demand may fluctuate randomly, the paper studies the pricing methods to the information production, emphases studies methods of production determining and pricing upon condition that the demand function of the information production is linearly. considering the monopoly of the information production, this paper studies the problem of third - degree discrimination pricing in the scenario of no capability limit and in the scenario of capability planning respectively. in every scenario, we present decision methods of third - degree discrimination pricing for producing according to order form and for no ordering respectively

    三、信息產品的市場需求函數可能發生隨機擾動，本文對在需求函數發生隨機擾動的情形下信息產品廠商如何進行定價進行了研究，並重點研究了信息產品需求函數具有線性結構時產量和價格的決策問題；同時考慮到信息產品的壟斷性，分析了當信息產品壟斷廠商擁有幾個相互隔離的子市場時，如何對其產品進行三度差別定價，具體的研究針對信息產品廠商在「沒有生產容量限制」和「要求生產容量設計」兩種情形下展開，在每一種情形下，又分「按訂單組織生產」和「沒有訂單可以利用」兩種情況分別進行研究，給出了信息產品三度差別定價決策的模型和求解。
  4. Main content of this research the brief way includes ( 1 ) establish the core position of model manager ; ( 2 ) organizational and informational support according to the 9 phase of product developing ; ( 3 ) assign resource allocation and supports for product innovation ; ( 4 ) motivation through market chain ; ( 6 ) the result of product development should be testify by outside market result

    研究內容產品創新「市場鏈」機制運行思路包括： （ 1 ）確立型號經理核心地位； （ 2 ）按新產品上市9步驟，進行組織和信息保障； （ 3 ）落實產品創新所需的資源配置與支撐； （ 4 ）通過市場鏈傳輸產品創新動力； （ 5 ）通過sbu建設確保產品創新團隊成員的活力； （ 6 ）產品創新的效果必須由其外部市場效果來檢驗。
  5. On the other side, perfecting the organizational mechanism of the banks, making the original vertical organization change to be thin and flat, re - uniting the grass - roots organization of the commercial banks, according to the concise and high efficient rules integrating the functions of the department, changing the style of the functional department which given first place to the products into the functional department which installed its function according to the type of the customers

    另一方面，完善銀行的組織機構，使原來的垂直形的機構設置改為扁平形的機構設置，重組商業銀行的基層組織，本著精簡、高效的原則對職能部門的職能進行整合，把以產品為主設置職能部門的模式改為按客戶類型設置職能部門。最後是經營機制創新，包括兩方面內容，一是激勵機制。
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